Returning To Work May 7, 2020
Disclaimer These are suggestions based on our research and how we plan to work through this at UWW.
Welcome & Objectives Before returning to your offices, we will need to reassess our understanding of the impacts of COVID-19 on the following: • How we interact. • How we conduct meetings. • How we empower our teams to be proactive when getting sick. • How we ensure our buildings are safe and comfortable to staff. 3
Business Continuity Plans • Implement a business continuity plan, including infectious disease control. • Amend existing plans to include the latest emergency information, such as updates on epidemics and workplace considerations or changes in protocols for responding to global disasters. • Update plan resources and contact information to ensure accuracy. • Establish a pandemic task force to continuously monitor external and internal data and implement appropriate protocols. 4 Source: https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/covid-19-back-to-work-checklist.aspx
Planning for Return Implement employee health screening and cleaning procedures, including procuring cleaning supplies. Develop an exposure-response plan that addresses: • Isolation, containment and contact tracking procedures. • Exposure communications to affected staff. Provide personal protective equipment (PPE) such as: • Masks, gloves, etc. • Hand sanitizer 5
Planning for Return Establish physical distancing measures within the workplace: • Rotating weeks in the office and working remotely. • Moving workstations to increase separation distance. Restrict business travel • Start with essential travel only and define what that is at your United Way. • Follow government guidance to ease restrictions over time. Source: https://www.shrm.org/resourcesandtools/tools-and-samples/hr- forms/pages/covid-19-back-to-work-checklist.aspx 6
Planning for Return Define customer and/or visitor contact protocols such as: • Directing customer traffic through workplace. • Limiting the number of customers in any area at one time. • No handshake greetings, remain 3-6 ft. apart. • Leveraging technology to conduct meetings. • Providing contactless pickup and delivery of products. 7
Communications Topics to cover may include • How stay-at-home if sick and physical distancing policies are being used to protect workers and customers. • Detail what new workplace safety trainings and disinfection protocols have been implemented. • Exposure-response communications for any affected employees and customers. • Prepared media communications ready to release on topics such as return-to-work timetables, safety protections in place, and how else the company is supporting workers and customers. 8 Source: https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/covid-19-back-to-work-checklist.aspx
Remote Work Actions to consider include: • Continuing to allow remote work where possible to keep employees safe -- consider long-term arrangements. • Staggering weeks in office and at home among team members, or part-time remote work on alternate weekdays. • Updating technology to support virtual workers. • Consider the long-term cost savings or impact of offering permanent remote work. 9 Source: https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/covid-19-back-to-work-checklist.aspx
Things to Consider Phasing-in employees returning to work • Consider adopting a work share program or SUB plan if bringing employees back on a reduced schedule. • Determine schedule changes to provide the greatest protection to workers. Creating a plan for employees in high-risk categories for infection to return to work • Consider allowing them to work from home or remain on leave until they feel comfortable to return. • Determine increased measures to protect them when working onsite, including isolated workstations, additional PPE as requested, fewer days in the office, etc. 10 Source: https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/covid-19-back-to-work-checklist.aspx
Things to Consider Determining how to handle employees who are unable or unwilling to return to work. • Employees who are fearful of returning to work. • Employees who have family obligations that interfere with the ability to return to work. • Employees who remain under quarantine due to exposure to COVID-19. Recommendations • Families First Act protections • Health conditions protections 11 Source: https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/covid-19-back-to-work-checklist.aspx
Policy Changes • Paid-leave policies adjusted to reflect regulatory requirements and actual business needs. • Attendance policies relaxed to encourage sick employees to stay home. • Time-off request procedures clarified to indicate when time off can be required by the employer, should sick employees need to be sent home. • Flexible scheduling options implemented allowing for compressed workweeks and flexible start and stop times. Meal and rest break policies adjusted to stagger times and processes implemented to encourage physical distancing. • Information technology policies revised to reflect remote work hardware, software and support. 12 Source: https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/covid-19-back-to-work-checklist.aspx
Employee Benefits Flexible spending accounts • Review Dependent Care Assistance Program election changes with employees to ensure their new or revised elections are correct. • Over-the-counter medical products are now allowed under flexible medical accounts on a permanent basis and should be included in plan documents and communications. • Address new flexible spending account elections and allowable changes with employees. • 401(k) or other pension plans • Review eligibility issues due to layoff or furlough. Review any in-service loans employees may have or will want to take, including eligibility and pay back procedures. 13 Source: https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/covid-19-back-to-work-checklist.aspx
Employee Benefits Paid leave • Review required leave under the Families First Coronavirus Response Act (FFCRA), ensure employees understand the eligibility requirements and provide them with a policy. Create a way to track time used and collect supporting documentation for tax credit purposes. Determine if your PTO policy changes, including increasing or decreasing paid leave • benefits, or additional restrictions in using paid leave. Understand the coordination of leave benefits and communicate these to employees as needed. 14 Source: https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/covid-19-back-to-work-checklist.aspx
Unions • Determining obligations to bargain when implementing changes to mandatory bargaining subjects such as wages and benefits. • Identifying the need to add a force majeure clause into a collective bargaining agreement to protect the employer from contractual obligations during an event that is beyond the employer’s control. • Reviewing existing no-strike clauses to ensure continued work during future infectious disease outbreaks. • Determining obligations for hazard pay under Section 502 of the National Labor Relations Act (NLRA) during “abnormally dangerous conditions.” 15 Source: https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/covid-19-back-to-work-checklist.aspx
Comments or Questions? 16
Thank You & Stay Safe! Resources and Events Contact • COVID-19 Response Webinars Talent@UnitedWay.org • Volunteer Engagement During COVID-19 • Board Operations in a Virtual World • Managing Up/Down/Sideways in the New Normal • COVID-19 Community Investment: Moving from Response to Recovery and Rebuilding (5/4 at 2pm ET) • Data Spring Cleaning: Best Practices to Cleanse and maintain Donor Data (5/14, 4pm ET) • COVID-19 Tools and Resources • Remote Work Resources • Equity Resources • IRS Guidance 17
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